HomeMy WebLinkAboutCAO-2025-312 - Strategic Plan Check-in Report: Insights & Adjustments at the Midway Mark
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: August 11, 2025
SUBMITTED BY: Dan Chapman, Chief Administrative Officer
PREPARED BY: Margaret Love, Director, Strategy and Corporate Performance
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: July 31, 2025
REPORT NO.: CAO-2025-312
SUBJECT: Strategic Plan Check-in Report: Insights & Adjustments at the
Midway Mark
RECOMMENDATION:
That the following adjustments be made to initiatives contained within the 2023-2026
Strategic Plan as outlined in the jointly authored report between the City of Kitchener
and KerrSmith Design, titled KitchenerÓs Strategic Plan Check-in: Insights and
Adjustments at the Midway Mark, dated July 24, 2025 and attached to staff report
CAO-2025-312:
(1) Sport and Recreation Master Plan and (2) City-led Recreation & Leisure Program
Review Î REMOVE AND REVISIT AS PART OF THE DEVELOPMENT OF THE 2027-
2030 STRATEGIC PLAN
(3) Make it Kitchener 2.0 Scoped Refresh Î Supporting Economic Resiliency and (4)
Implementation of the Downtown Safety & Security Action Plan Î ADD
And that staff be directed to take the following actions aimed at addressing additional
strategic plan midway check-in insights, including: (1) further exploring the theme of
social resilience, (2) supporting innovative and cost-effective service delivery
through targeted Lean training and prioritized Innovation Lab projects, and (3)
improving strategic goal reporting via refined indicators.
REPORT HIGHLIGHTS:
The purpose of this report is to share key insights and recommended strategic
adjustments from the midway check-in on the CityÓs 2023-2026 Strategic Plan.
The key finding of this report is that the current strategic plan remains highly relevant
with opportunities for refinement in five areas: (1) sharpening the focus on economic
resiliency through the addition of two new strategic plan initiatives, (2) removing two
strategic plan initiatives due to limited funding, resource constraints, and the need for
*** This information is available in accessible formats upon request. ***
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Page 11 of 55
clearer understanding of evolving needs, (3) further exploring the emerging theme of
social resilience, (4) balancing innovation with operational efficiency and cost-effective
service delivery, (5) improving the communication of progress toward strategic goals,
and.
There are no direct financial implications resulting from this report. However, it is
anticipated that there may be future costs associated with two new initiatives. For the
Make It Kitchener 2.0 refresh, this would be primarily in the area of economic modeling
and data analysis. For the Downtown Safety & Security Plan, any significant new
funding or staffing requests would be brought forward to Council for approval.
Community engagement included a variety of direct and indirect methods (e.g., All
Advisory Committee Meeting workshop, staff workshops, 2025 budget survey, listening
through other engagement processes and various public opinion polls).
This report supports all five strategic plan goal areas.
BACKGROUND:
As part of the adoption of the CityÓs 2023-2026 Strategic Plan, staff made a commitment to
check-in at the midway mark to ensure that the plan remains responsive to a rapidly
changing world and aligned with the needs of the Kitchener community. This process
allowed staff to evaluate progress on the implementation of the first 30 actions, identify
emerging trends, opportunities, and challenges since approval of the plan, and determine if
there are any gaps in our strategic plan that require additional adjustments. By proactively
adapting to change and refining our priorities, we can strengthen our commitment to
effective governance and ensure our strategic plan continues to drive positive outcomes for
the city.
REPORT:
1. Introduction, reason for check-in and methodology
The mid-point check-in was conducted to fulfill a commitment made to council to ensure the
strategic plan remains relevant and responsive to the dynamic needs of the Kitchener
community. The check-in process employed a strategic foresight approach to anticipate
future needs and ensure adaptability.
Various engagement methods, including a community survey, stakeholder workshops,
expert consultations, public opinion polls and listening through other projects informed the
check-in process.
Central questions guiding this check-in included: How are we doing on implementing the
first 30 actions? What has changed since the plan was adopted in August 2023? Are there
emerging community needs or shifts in the operating environment we should be addressing?
This assessment explores progress to date, identifies gaps in the current strategic actions,
and considers whether adjustments or new initiatives are needed to ensure the plan remains
responsive, relevant, and aligned with community priorities.
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Page 12 of 55
2. Current plan progress overview
Implementation of the strategic plan has maintained a disciplined and phased approach.
The initial years focused on building momentum, with the plan reaching operational maturity
in 2025. Over half of the initiatives are complex, multi-year efforts, intentionally structured
for phased outcomes. Delays have been minimal.
The 2026 outlook is dedicated to completing existing work, with no new initiatives starting
in 2026 Î signaling a disciplined close-out phase and a focus on delivering tangible results
before the next strategic plan cycle.
While data is being tracked for the majority of the cityÓs 27 strategic goal indicators,
assessing progress remains challenging as targets are still under development for
approximately 50% of them. Indicators demonstrate a mixed performance with some
economic indicators showing modest gains of 1-3% and others showing regression (e.g.,
unemployment rose to from 6.6% to 8.2% in 2024). Gains were also made in customer
satisfaction ratings related to the ease of accessing city services as well as the number of
older adult-focused programs across city neighbourhoods and HR indicators; however,
transportation related injuries Î minor and serious Î rose from the previous year.
3. Top 5 themes and alignment with council feedback and current strategic priorities
As part of the check-in process, council members were interviewed and asked to reflect on
the changes theyÓve observed since the adoption of the strategic plan. They were also
invited to identify areas where the City may need to adjust or broaden its focus to address
any potential gaps in the plan. Their responses, alongside other stakeholder input and
expert insights, helped surface five key themes - listed in order of importance below - that
reflect the most significant opportunities and challenges facing Kitchener today. The top
two themes Î the economy and housing - dominated both stakeholder insights and council
feedback. Social resilience emerged as a recurring theme among council feedback, with
roughly a third of members signaling its importance.
The top 5 themes should not be read as a set of new strategic priorities for the City. The
insights from the check-in process affirms that the City is on the right track - there is strong
alignment between the top themes and the CityÓs current strategic plan, reinforcing the
relevance and responsiveness of the current plan. The following summary outlines the top
5 themes, alignment with current strategic plan actions, and alignment with council
feedback:
1. Economic growth, resiliency and prosperity, with emphasis on supporting
local enterprise, workforce development, downtown renewal, and cultural
opportunities
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Page 13 of 55
Emerged as one of the top two most pressing concerns. The strategic plan
directly supports this priority through 8 targeted initiatives (see Attachment A for
details).
Strongest councillor alignment: 2/3 of councillors identified economic
development, particularly downtown revitalization as top issues.
2. Housing accessibility and affordability, including tenant protections and
diverse, inclusive housing options
Emerged as one of the top two most pressing concerns. The strategic plan
directly supports this priority through the Building a Connected City Together
strategic plan goal area with 2 targeted initiatives: Kitchener 2051 and the
Housing for All Strategy.
Strongest council alignment: 2/3 of councillors identified housing affordability
and homelessness as top issues.
3. Social resilience, especially in support of youth, vulnerable groups, and
intergenerational and culturally inclusive communities
Being actively supported through four initiatives under the Fostering a Caring
City Together strategic plan goal area: the Municipal Newcomer Strategy;
Enhance the CityÓs Engagement Practices, Community Centre Operating
Model, and Community Grants Review.
Council alignment: 1/3 of councillors emphasized the role of faith-based
communities in fostering belonging and wellbeing.
4. (a) Public health and wellbeing, spanning health access, senior services,
quality of life and wellbeing (tied with 4b)
A cross-cutting priority supported by multiple strategic plan goal areas.
Existing efforts to enhance inclusion and social connection (Fostering a
Caring City Together), sustainable development (Cultivating a Green City
Together), and housing (Building a Connected City Together) are expected to
contribute positively to overall health outcomes. Addressing access to
healthcare and mental health services and healthcare workforce shortages
are outside of the CityÓs direct service mandate.
Councillors did not identify a gap in the current strategic plan related to this
theme that is within the CityÓs service delivery mandate.
4. (b) Sustainable development, balancing growth with climate action, green
infrastructure, accessibility, and economic/affordability considerations (tied with
4a)
Being advanced through six initiatives under the Cultivating a Green City
Together strategic plan goal area. These initiatives focus on enhancing park
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Page 14 of 55
spaces and tree canopy cover, planning for energy transition, and
implementing corporate climate action strategies.
No related theme emerged from Councillor feedback.
5. Responsible innovation, ensuring responsible adoption of emerging
technologies while ensuring cost-effective service delivery
B eing championed through three initiatives under the CityÓs Stewarding a
Better City Together strategic plan goal area: Digital Kitchener Strategy, City-
wide Data Strategy and Procurement Innovation. These initiatives aim to
modernize services and enhance the CityÓs capacity to adapt and lead.
No related theme emerged from Councillor feedback.
4. Recommended strategic adjustments informed by check-in findings
Through a gap analysis, the key finding of the check-in process is that the current strategic
plan remains highly relevant with opportunities for refinement in five areas (see Attachment
A for details):
(1) Sharpening the focus on economic resiliency through the addition of two new
strategic plan initiatives that focus on the core priorities of business attraction and
outreach/support for local enterprises and supporting downtown revitalization:
i. Make It Kitchener 2.0 Scoped Refresh Î Supporting Economic Resiliency
ii. Implementation of the Downtown Safety and Security Action Plan
(2) Removing two strategic plan initiatives due to limited funding, resource constraints,
and the need for clearer understanding of evolving needs:
i. Sport and Recreation Master Plan (formerly Leisure Facilities Master Plan), and
ii. City-led Recreation & Leisure Program Review
(3) Further exploring the emerging theme of social resilience as it was a prominent
theme in the feedback and a perceived gap by some community members.
(4) Balancing innovation with operational efficiency and cost-effective service delivery
through: (i) the expansion of the CityÓs 2026 Lean training program to up to 50
management staff, (ii) adjusting the scope of the Digital Kitchener Strategy to
prioritize Innovation Lab projects that drive efficient and cost-effective service
delivery, and (iii) exploring new possibilities with community organizations aligned
with strategic priorities, aiming to uncover collaboration and/or knowledge-sharing
opportunities and reduce duplication.
(5) Improving the communication of progress toward strategic goals through the addition
of 10 new, outcome-based strategic plan indicators; finalizing targets for 13
remaining indicators; and, improving public transparency through clear data sources.
All remaining themes identified during the check-in process are believed to be sufficiently
addressed by current strategic plan initiatives.
5. Conclusion
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Page 15 of 55
The check-in affirms the strategic planÓs strength and relevance while recommending
targeted refinements to deepen impact and responsiveness.
The insights gathered provide momentum and direction for the 2027 Î 2030 strategic
planning cycle, reinforcing that refinement of the current plan Î not reinvention Î is
likely an appropriate path forward.
STRATEGIC PLAN ALIGNMENT:
This report supports all strategic plan goal areas.
FINANCIAL IMPLICATIONS:
There are no direct financial implications resulting from this report. However, it is anticipated
that there may be future costs associated with two new initiatives.
The Make It Kitchener 2.0 refresh will likely incur some costs related to economic modeling
and data analysis. This will inform strategic, data-driven decisions as part of the Make It
Kitchener 2.0 refresh, with a focus on enhancing economic resilience. Any significant
investments emerging from this initiative are expected to be supported through the
Economic Development Investment Fund (EDIF).
The implementation of the Downtown Safety & Security Action Plan does not require
immediate funding. However, as detailed implementation plans are developed for the 47
actions, some actions may have budget implications that cannot be absorbed through
existing approved budgets. Any new funding requests will be presented to Council through
a formal report.
COMMUNITY ENGAGEMENT:
INFORM Î This report has been posted to the CityÓs website with the agenda in advance of
the council / committee meeting.
CONSULT Î 176 Kitchener residents were surveyed as part of the 2025 budget process.
Questions were focused on satisfaction with current investments related to the strategic
plan and which strategic plan goals are most important to invest in moving forward (Nov
2024).
COLLABORATE Î 41 community members participated in a workshop to check-in on the
strategic plan using a strategic foresight lens as part of the Spring 2025 All Advisory
Committees meeting.
PREVIOUS REPORTS/AUTHORITIES:
CAO-2023-337 2023-2026 Strategic Plan Development Î Proposed Strategic Plan
Content
CAO-2024-220 Strategic Plan Update Î April 2024 Implementation
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Page 16 of 55
CAO-2024-412 Strategic Plan Update Î August 2024 Implementation
CAO-2025-033 Strategic Plan Update Î Winter 2025 Implementation
CAO-2025-214 Strategic Plan Update Î Spring 2025 Implementation
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
Attachment A Î KitchenerÓs Strategic Plan Check-in: Insights and Adjustments at the
Midway Mark
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Page 17 of 55
uf°9cEE¤Ъ¨϶
STRATEGIC PLAN CHECK-IN:
Insights and Adjustments at the Midway Mark
Prepared by:
Helen Kerr
Co-President, KerrSmith Design
Margaret Love
Director, Strategy and Corporate Performance, City of Kitchener
FINAL REPORT
July 24, 2025
Page 18 of 55
9ŗŏƂđŏƂŹ϶
Executive Summary .................................................................................................................. ii
1. Introduction ..................................................................................................................... 1
1.1 Why we're checking in on the Strategic Plan ..................................................................... 1
1.2 Description of the Check-In Process ................................................................................ 1
2. Progress on the current strategic plan ............................................................................... 3
2.1 Snapshot of Progress ....................................................................................................... 3
2.2 Progress Indicators/Measures of Success ........................................................................ 4
3. What was heard/learned through the check-in process ...................................................... 4
3.1 Expert Insights ................................................................................................................. 4
3.2 Top 5 themes from midway check-in feedback ................................................................. 5
3.3 Listening through other community engagement initiatives ............................................... 9
3.4 City of Kitchener 2025 Budget Survey ............................................................................... 9
4. Existing strategic plan initiatives addressing feedback from the midway check-in ............. 10
5. Opportunities to respond to the midway check-in feedback ............................................. 12
6. Recommendations ......................................................................................................... 13
6.1 Proposed changes to existing strategic plan initiatives .................................................... 13
6.2 New initiatives to be added to the Strategic Plan ............................................................. 14
6.3 Emerging themes for further exploration ......................................................................... 16
6.4 Check-in and adjustments to strategic plan indicators ................................................... 17
7. Concluding remarks & key takeaways .................................................................................. 18
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Page 19 of 55
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for meeting evolving community needs. While a full-scale revision of the strategic plan is not
necessary, a series of focused and deliberate updates will enhance responsiveness to pressing
challenges such as housing aordability, economic resilience, and social wellbeing. Key themes
identi ǎ ed through the check-in process include:
Economic growth, resiliency and prosperity, with emphasis on supporting local
enterprise, workforce development, downtown renewal, and cultural opportunities
Housing accessibility and aordability, including tenant protections and diverse,
inclusive housing options
Social resilience, especially in support of youth, vulnerable groups, intergenerational and
culturally inclusive communities
Public health and wellbeing, spanning health access, senior services, and quality of life
and wellbeing
Sustainable development, balancing growth with climate action, green infrastructure, and
economic/aordability considerations
Responsible innovation, ensuring responsible adoption of emerging technologies while
ensuring cost-eective service delivery
The table on the following page provides an overview of the strategic plan check-in process,
including key insights and outcomes. These insights will be discussed further in this report.
The City is responding to the check-in themes through a pragmatic mix of continued investment in
existing initiatives and new strategic additions. These include a scoped refresh of Make It Kitchener
2.0 to support economic resiliency, and the implementation of a Downtown Safety & Security
Action Plan. While two existing initiatives are being removed, resources will be reallocated to
higher-priority work. A re ǎ ned approach to strategic plan indicators will improve transparency and
outcome-based reporting. Additional actions will be taken outside of the plan to explore emerging
themes and opportunities, including social resilience and operational eectiveness/eiciency.
These adjustments reinforce the City's adaptive mindset and commitment to community-focused
governance.
The insights gathered throughout the check-in process will inform a more streamlined and adaptive
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Page 20 of 55
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1.1 Why we're checking in on the Strategic Plan
Ź϶ŲêŵƂ϶ŗĨ϶Ƃİđ϶êċŗŲƂijŗŏ϶ŗĨ϶Ƃİđ϶9ijƂƢЪŹ϶ͮͬͮͯЎͮͬͮͲ϶¨ƂŵêƂđĩiją϶¡ňêŏϽ϶ŹƂê made a commitment to check-
in at the midway mark to ensure that the plan remains responsive to a rapidly changing world
around us and aligned with the needs of the Kitchener community. This process allowed sta to
evaluate progress on the implementation the ǎ rst 30 actions, identify emerging trends,
opportunities, and challenges since approval of the plan, and determine if there are any gaps in our
strategic plan that require additional adjustments. By proactively adapting to change and re ǎ ning
our priorities, we can strengthen our commitment to eective governance and ensure our strategic
plan continues to drive positive outcomes for the city.
1.2 Description of the Check-In Process
1.2.1 Using a strategic foresight lens
Strategic foresight involves a systematic analysis of the driving forces of change, allowing us to
anticipate and prepare for future challenges and opportunities. Continuing the approach that was
supported during the development of the strategic plan, the City hired a strategic foresight
consultant to ensure that our strategic plan remains adaptable and future-ready in the face of a
rapidly evolving world. By incorporating this forward-thinking approach into our midway check-in
process on the strategic plan, we aimed to assess whether adjustments are needed to keep our
plan relevant and eective. Foresight activities generate explicit, contestable, and Ǐ exible
interpretations of the future, enabling better preparedness and positioning us to ǎ nd solutions and
responses that lead to positive outcomes. Through new imagery of the future, we can reveal and
test assumptions about our understanding of the world, ensuring our governance remains proactive
ŵêƂİđŵ϶Ƃİêŏ϶ŵđêąƂijƚđϼ϶°İijŹ϶ąŗŏŹƇňƂêŏƂЪŹ϶đơŲđrtise helped us evaluate opportunities and re ǎ ne our
strategic plan and reinforce our commitment to sustainable, community-focused decision-making.
1.2.2 Check-in approach
The strategic plan midway check-in focused on validating the relevance of our goals and identifying
any emerging trends or challenges that may not be adequately addressed. Sta prioritized a
meaningful midway review through a focused engagement approach. Given that more extensive
community consultation is planned for 2026 during the next iteration of the strategic plan, sta
aimed to avoid engagement fatigue while still ensuring the plan remains responsive to evolving
needs. As such, sta leveraged existing data through a variety of survey sources, listened through
other strategic consultations, conducted councillor interviews and held four strategic foresight-
focused workshops.
1.2.3 Central questions guiding the midway check-in process
The central questions that sta explored as part of the midway check-in were:
How are we doing on our implementation of the ǎ rst 30 actions?
What has changed since the plan was adopted in August 2023?
ŵđ϶Ƃİđŵđ϶êŏƢ϶đŎđŵĩijŏĩ϶ąŗŎŎƇŏijƂƢ϶ŏđđċŹ϶ƂİêƂ϶êŵđŏЪƂ϶êċċŵđŹŹđċ϶ijŏ϶Ƃİđ϶ąƇŵŵđŏƂ϶ŹđƂ϶ŗĨ϶ŹƂŵêƂđĩiją϶
plan actions?
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Are there emerging issues or changes in the operating environment we should be anticipating,
or preparing for?
Should adjustments be made to any existing actions or are any new actions needed?
These questions ensured feedback was comprehensive, timely, and locally speci ǎ c, while
maintaining a longer-term outlook.
1.2.4 Methodology
10 Councillors
Figure 1. Strategic Plan Check-in Approach
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To ensure a well-rounded and informed strategic plan check-in process, this approach integrated
diverse perspectives from internal teams, external stakeholders, and expert insights. The
methodology emphasizes engagement, data analysis, and foresight to guide decision-making and
measure progress eectively.
ͮϼ ¡ŵŗĩŵđŹŹ϶ŗŏ϶Ƃİđ϶ąƇŵŵđŏƂ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶϶
2.1 Snapshot of Progress
϶ŹŏêŲŹİŗƂ϶ŗĨ϶Ƃİđ϶9ijƂƢЪŹ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶ŲŵŗĩŵđŹŹ϶ijŹ϶ŹİŗƜŏ϶ijŏ϶Ƃİđ϶ƂêăňđϽ϶ăđňŗƜϼ϶϶
Table 1. Strategic Plan Progress Snapshot
Year Continuing New New Total In-Completed Continuing Delayed
(Next Year)
Initiatives Initiatives Initiatives Progress
(Prev. Year) (Original Plan) (Midway Check-in)
2023 N/A 13 N/A 13 0 13 0
2024 13 10 N/A 23 2 21 2
2025 21 6* 2 29 1 to-date; 7 21 0 as-of the
additional completion of
anticipated** this report
2026 21 0 0 21 21 0 0 anticipated
anticipated
Notes:
*Of the 7 remaining initiatives set to start in 2025, one is recommended for removal from the strategic plan before its start-date in Sept
2025.
**While 8 additional initiatives were anticipated to be completed by the end of 2025, one is being recommended for removal from the
strategic plan.
The observations below illustrate how the City has maintained disciplined execution while
remaining responsive to evolving priorities:
¨ijŏąđ϶Ƃİđ϶ŲňêŏЪŹ϶êŲŲŵŗƚêň϶ijŏ϶ ƇĩƇŹƂ϶ͮͬͮͯϽ϶the City has demonstrated a disciplined and
phased approach to implementation.
The rollout of initiatives re Ǐ ects a deliberate balance between workload and capacity.
The initial years focused on building momentum, with the plan reaching operational
maturity in 2025.
ŏĩŗijŏĩϽ϶ŎƇňƂijЎƢđêŵ϶ijŏijƂijêƂijƚđŹ϶ƇŏċđŵŹąŗŵđ϶Ƃİđ϶ŲňêŏЪŹ϶ċđňijăđŵêƂđ϶êŏċ϶ŹƂŵêƂđĩiją϶ċđŹijĩŏ϶А϶ŗƚđŵ϶
half of the initiatives are complex, long-term eorts intentionally structured to deliver
phased outcomes over time.
Delays have been minimal - only two.
The addition of two new initiatives and the removal of two initiatives during the 2025 midway
ąİđąńЎijŏ϶А϶ăŗƂİ϶ŗĨ϶Ɯİijąİ϶êŵđ϶ċđŹąŵijăđċ϶ĨƇŵƂİđŵ϶ijŏ϶ƂİijŹ϶ŵđŲŗŵƂ϶Ў϶ċđŎŗŏŹƂŵêƂđŹ϶Ƃİđ϶9ijƂƢЪŹ϶êăijňijƂƢ϶
to adapt and re ǎ ŏđ϶ijƂŹ϶ŹƂŵêƂđĩƢ϶ăêŹđċ϶ŗŏ϶đƚŗňƚijŏĩ϶ŗŲŲŗŵƂƇŏijƂijđŹ϶êŏċ϶ąİêňňđŏĩđŹ϶БƜijƂİŗƇƂ϶
disrupting overall progress of the remaining initiatives.
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The 2026 outlook is focused entirely on completing existing work, with no new initiatives
planned to start in 2026. This signals a disciplined close-out phase and a commitment to
delivering tangible results before embarking on a new strategic planning cycle.
2.2 Progress Indicators/Measures of Success
In September 2024, the City introduced its ǎ rst set of strategic plan indicators to enhance
transparency and communicate progress toward achieving the ǎ ve strategic goals outlined in the
plan. These indicators are available at kitchener.ca/ourplanprogress. The following summarizes the
most notable highlights from implementation to date:
Of the 27 strategic indicators, 7 cannot currently be measured or reported due to various
ňijŎijƂêƂijŗŏŹБŹƇąİ϶êŹ϶ňêąń϶ŗĨ϶İijŹƂŗŵijąêň϶ċêƂêϽ϶ijŏĨŵđŴƇđŏƂ϶ċêƂê϶ąŗňňđąƂijŗŏ϶ąƢąňđŹϽ϶Ƃŵêąńijŏĩ϶ŏŗƂ϶
yet initiated, or the need for more time to gather and analyze results. Of the remaining
indicators, 8 are trending in a negative direction, 11 are showing positive movement, and 1
has remained unchanged but continues to re Ǐ ect a positive outcome.
While data is being tracked for the majority of indicators, assessing progress remains
challenging as targets are still under development for approximately 50% of them.
The City anticipates meeting its annual housing target, though ǎ nal counts are still pending.
Although there has been a decline in residential development within built-up areas between
2023 and 2024, the City is just 3% below its 60% intensi ǎ cation target.
While the unemployment rate rose from 6.6% in 2023 to 8.2% in 2024, four other economic
ijŏċijąêƂŗŵŹ϶ŹİŗƜđċ϶ŎŗċđŹƂ϶ĩêijŏŹ϶ЙͭАͯҤКϾ϶ăƇŹijŏđŹŹ϶ŹƂêŵƂЎƇŲ϶êŏċ϶ŵđƂđŏƂijŗŏ϶êąƂijƚijƂƢϽ϶đƚđŏƂ϶
visitation rates, employment rate, and labour force participation.
The number of older adult-focused programs oered across City neighbourhoods increased
by approximately 26% between winter/spring 2024 and winter/spring 2025.
Customer satisfaction with ease of accessing City services rose signi ǎ cantly - from 59% in
2023 to 82% in 2024.
The permanent sta turnover rate decreased by approximately 22.5%, and the time to ǎ ll
full-time permanent positions dropped by 15.5% between 2023 and 2024.
ͯϼ ËİêƂ϶ƜêŹ϶İđêŵċЌňđêŵŏđċ϶ƂİŵŗƇĩİ϶Ƃİđ϶ąİđąńЎijŏ϶ŲŵŗąđŹŹ϶϶
3.1 Expert Insights
Resilient preparation for the future requires consideration of emerging issues that may impact the
governance and operations of cities like Kitchener. Exposure to concurrent risks have the potential
to disrupt city management. By regularly monitoring these transitions and considering their
potential signi ǎ cance for city wide responsibilities, Kitchener will position itself to be more
economically tenacious and socially adaptable. Some key issues to consider over the remainder of
the strategic plan period include the following:
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3.2 Top 5 themes from midway check-in feedback
The key themes identi ǎ ed through interviews, surveys, workshops, and insights from related
projects are summarized below. Notably, the economy and housing consistently ranked among the
top ǎ ve themes across all engagement methods, while other themes appeared prominently in
several, but not all, sources.
The top 5 themes should not be read as a set of new strategic priorities for the City - there is strong
êňijĩŏŎđŏƂ϶ăđƂƜđđŏ϶Ƃİđ϶ƂŗŲ϶ƂİđŎđŹ϶êŏċ϶Ƃİđ϶9ijƂƢЪŹ϶ąƇŵŵđŏƂ϶ŹƂŵêƂđĩiją϶ŲňêŏϽ϶ŵđijŏĨŗŵąijŏĩ϶Ƃİđ϶ŵđňđƚêŏąđ϶
and responsiveness of the current plan. While most challenges and opportunities align with
ongoing priorities, a few emerging or evolving arđêŹ϶А϶ŲêŵƂijąƇňêŵňƢ϶ŏđƜ϶đąŗŏŗŎiją϶ŲŵđŹŹƇŵđŹ϶êŏċ϶Ƃİđ϶
ĩŵŗƜijŏĩ϶ijŎŲŗŵƂêŏąđ϶ŗĨ϶Źŗąijêň϶ŵđŹijňijđŏąđ϶А϶İêƚđ϶ŹƇŵĨêąđċ϶êŹ϶ńđƢ϶ąŗŏŹijċđŵêƂijŗŏŹ϶Ĩŗŵ϶ċđđŲđŵ϶
exploration.
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Table 2. Top 5 themes from check-in process in order of priority
Top 5 Themes Key insights
Goal Alignment: Overview: Reinforce strategic focus on
1
Creating an business development and business outreach
economically thriving and supports for local enterprise, especially
city together small businesses
Economic Growth,
Resiliency and
Challenges and Opportunities
Prosperity
Strengthening economic resilience through cost control, job
creation, and diversi ǎ ed industry growth
Adapting to shifting political and global landscapes with proactive
policies and education
Revitalizing urban life by investing in downtown development and
city-wide cultural opportunities
Supporting local businesses and attracting new businesses via
improved infrastructure, supply chain solutions, and tailored support
Future-proo ǎ ng the workforce through skills development and
talent retention
Goal Alignment:
2
Overview: Improvements made but more
Building a connected
required
city together
Housing
Accessibility and
Challenges and Opportunities
Aordability
Improving housing aordability and access to address
homelessness and insecurity
Creating diverse and inclusive housing options that re Ǐ ect
evolving community needs
Enhancing tenant protections and supportive housing services
Fostering community through multi-generational and cooperative
living
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Top 5 Themes Key insights
Goal Alignment: Overview: Incorporate enablers of belonging,
Fostering a caring city wellbeing and cohesion, and leverage
3
together partnerships to build connections and support
for social good
Social Resilience
Challenges and Opportunities
Strengthening social cohesion and inclusion to counter isolation,
racism, and polarization
Building trust in government institutions and civic life through
participation and transparency
Supporting vulnerable groups, especially disengaged youth and
socially isolated individuals
Promoting intergenerational and culturally inclusive
communities
Leveraging existing faith-based supports and services to foster
connection, belonging and well-being
4a
Goal Alignment: Overview: Large multi-layered concern
Fostering a caring city (Federal, Provincial, Regional, Local)
Public health and
wellbeing
Challenges and Opportunities
(tied with 4b)
Responding to an aging population with increased senior support
Prioritizing quality of life and wellbeing for a healthier, more
productive community
Expanding access to inclusive healthcare and mental health
services*
Addressing healthcare workforce shortages and improving system
capacity*
Ѝ While these were identi ǎ ed as important challenges in the Region, they
ĨêňňϼŗƇƂŹijċđϼŗĨϼƂİđϼŹąŗŲđϼŗĨϼƂİđϼ9ijƂƢаŹϼdirect service delivery mandate and
êŵđϼŏŗƂϼƜijƂİijŏϼƂİđϼ9ijƂƢаŹϼŹŲêŏϼŗĨϼąŗŏƂŵŗňЂϼ
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Top 5 Themes Key insights
Goal Alignment:
4b
Overview: Urgent need for continued
Cultivating a green city
environmental improvements BUT awareness
together
of aordability remains
Sustainable
Development
Challenges and Opportunities
(tied with 4a)
Advancing sustainable urban development that balances growth,
ecological responsibility and economic constraints
Enhancing climate resilience through adaptation, green
infrastructure, and clean energy
Prioritizing environmental commitments and expanding parks and
biodiversity
Improving citywide accessibility for inclusive, livable communities
Navigating resource and energy instability while integrating
environmental stewardship into economic planning
Goal Alignment:
5
Overview: Careful integration of new tech
Stewarding a better city
required
together
Responsible
Innovation
Challenges and Opportunities
Leveraging and responsibly integrating emerging technologies like
AI and cybersecurity, while keeping pace with rapid digital
advancements
Ensuring ethical use and governance of technologies like AI and
cybersecurity
Boosting digital literacy for equitable access and community
inclusion
Balancing innovation with cost-eective service delivery
While already re Ǐ ected in the themes above, several speci ǎ c examples of how sta listened and
learned throughout the check-in process are highlighted in more detail below.
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3.3 Listening through other community engagement initiatives
As part of the midway check-in, sta have also been listening through two related strategic
ijŏijƂijêƂijƚđŹ϶А϶uijƂąİđŏđŵ϶ͮͬͱͭ϶êŏċ϶Ƃİđ϶~ƇŏijąijŲêň϶đƜąŗŎđŵ϶¨ƂŵêƂđĩƢ϶Ў϶ăŗƂİ϶ŗĨ϶Ɯİijąİ϶êŵđ϶êąƂijƚđňƢ϶
đơŲňŗŵijŏĩ϶ŵđŹijċđŏƂŹЪ϶ƚijŹijŗŏ϶Ĩŗŵ϶Ƃİđ϶ąijƂƢϼ϶Ëİijňđ϶ăŗƂİ϶ŲŵŗŁđąƂŹ϶êŵđ϶ŗŏĩŗijŏĩϽ϶ŲŵđňijŎijŏêŵƢ϶ǎ ndings indicate
ŹƂŵŗŏĩ϶êňijĩŏŎđŏƂ϶ƜijƂİ϶Ƃİđ϶ĩŗêňŹ϶ŗƇƂňijŏđċ϶ijŏ϶Ƃİđ϶9ijƂƢЪŹ϶ŹƂŵêƂđĩiją϶Ųňêŏϼ϶
Table 3. What we heard through other projects
Initiative Engagement Focus Key Insights
Level
Municipal 450+ Newcomer
Strong alignment with broader
Newcomer participants experiences and
feedback on employment, small
Strategy needs
business support, housing, and
belonging
Other themes are newcomer-
speci ǎ c and will be addressed in
the strategy
Kitchener 2051 1,600+ Long-term vision
Identi ǎ ed 5 shared community
participants for city growth and
values that had strong alignment
resilience
with broader feedback:
o Aordability
o Access and Inclusion
o Thoughtful and Resilient
Growth
o Safe and Sustainable Mobility
o Mutual Care and Belonging
3.4 City of Kitchener 2025 Budget Survey
In fall 2024, the City launched a public budget survey to gauge satisfaction with investments in its
ǎ ve strategic goal areas and identify priorities for future funding. Key ǎ ndings follow.
Table 4. City of Kitchener 2025 Budget Survey
Insight Area Key Findings
Goal areas Relatively equal importance across all goal areas in terms of new
investments
Satisfaction Satisfaction with current investments across four goal areas ranged from
Levels ͰͮҤ϶Ƃŗ϶ͱͱҤϿ϶ňŗƜđŹƂ϶Ĩŗŵ϶Ч¨ƂđƜêŵċijŏĩ϶ê϶7đƂƂđŵ϶9ijƂƢ϶°ŗĩđƂİđŵШ϶ЙͯͰҤК϶
Strategic Housing & homelessness, the economy, and accessibility were identi ǎ ed as
Priorities top priorities
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Public Feedback Mixed views on bike infrastructure; calls for better transit, tax restraint, and
focus on core services and ǎ nding eiciencies
϶
Ͱϼ EơijŹƂijŏĩ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶ijŏijƂijêƂijƚđŹ϶êċċŵđŹŹijŏĩ϶Ĩđđċăêąń϶ĨŵŗŎ϶Ƃİđ϶
ŎijċƜêƢ϶ąİđąńЎijŏ϶
The feedback gathered through the strategic plan check-in aijŵŎŹ϶ƂİêƂ϶Ƃİđ϶ąijƂƢ϶ijŹ϶ŗŏ϶Ƃİđ϶ŵijĩİƂ϶Ƃŵêąń϶А϶
Ƃİđŵđ϶ijŹ϶ŹƂŵŗŏĩ϶êňijĩŏŎđŏƂ϶ăđƂƜđđŏ϶Ƃİđ϶ąŗŎŎƇŏijƂƢЪŹ϶ąƇŵŵđŏƂ϶ŲŵijŗŵijƂijđŹϽ϶êŹ϶êŵƂijąƇňêƂđċ϶ijŏ϶Ƃİđ϶9ijƂƢЪŹ϶
current strategic plan, and the initiatives already underway. Notably, the economy emerged as the
top priority, re Ǐ ecting both its importance to residents and the broader uncertainty driven by global
and geopolitical factors. Housing accessibility and aordability followed closely, underscoring the
urgency of addressing local needs in a rapidly changing environment.
The existing strategic plan includes a robust set of initiatives that directly support these priorities.
The table below highlights key initiatives already in motion that are well-positioned to address many
ŗĨ϶Ƃİđ϶ąŗŎŎƇŏijƂƢЪŹ϶ŎŗŹƂ϶ŲŵđŹŹijŏĩ϶ąŗŏąđŵŏŹ϶êŏċ϶ąŗŏƂijŏƇđ϶Ƃŗ϶ĩƇijċđ϶ŗƇŵ϶Ɯŗŵń϶Ŏŗƚijŏĩ϶ĨŗŵƜêŵċϼ϶
Table 5: Existing Strategic Initiatives Supporting Feedback from the Midway Check-in
Focus Area Current Initiative(s) Description
Economic Pitch Kitchener Supports innovative procurement with local start-
Growth, ups.
Resilience and
Accelerating Implementation of 55 improvements to
Prosperity
Commercial Business streamline approvals and help businesses open
Approvals faster is underway.
Health Innovation Two strategic collaborations to support
Campus (UW) & innovation, education, and economic
Creative Industries development.
School (Conestoga)
Events, Festivals, Arts Three strategic initiatives underway as part of the
& Culture Initiatives ąijƂƢЪŹ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶Ƃŗ϶đŏİêŏąđ϶ƚijăŵêŏąƢϽ϶ƂŗƇŵijŹŎϽ϶
and investment.
Municipal Newcomer Includes a strategic focus on economic
Strategy prosperity for newcomers, including employment
and small business support.
Housing Housing for All 44 objectives have been achieved or substantially
Accessibility and Strategy achieved. A new Housing Needs Assessment is
Aordability underway to inform Kitchener 2051 (Oicial Plan).
A refreshed Housing for All work plan is in
development.
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Focus Area Current Initiative(s) Description
Oicial Plan Review Explores how the city should grow, move, adapt,
(Kitchener 2051) and thrive over the coming decades, and provides
insights to guide future housing policies.
Social Resilience Municipal Newcomer Focuses on welcoming newcomers to Canada,
Strategy including identifying needed supports related to
economic prosperity, cultural inclusion, and
active community participation
EŏİêŏąđϼƂİđϼ9ijƂƢаŹϼ Explores ways to enhance engagement practices
engagement practices to increase diverse representation, with a focus
on more deliberate and collaboration approaches
as well as ongoing relationship-building with
equity deserving communities
Community centre Streamline community centre operations to
operating model expand and diversify programs and other
supports БđŹŲđąijêňňƢ϶ijŏ϶ƇŏċđŵЎŹđŵƚđċ϶
neighbourhoods.
Community grants Explore how the City utilizes its community grant
review program to better support community groups
working on priorities that are aligned with the
9ijƂƢЪŹ϶¨ƂŵêƂđĩiją϶¡ňêŏϼ϶
Sustainable Parks & Tree Canopy There are currently four strategic plan initiatives
Development Initiatives focused on enhancing green space and urban
canopy across the city.
Clean Energy Supports the shift to renewable energy and low-
Transition Strategy carbon systems.
Corporate Climate \]Ƈijċijŏĩ϶Ƃİđ϶9ijƂƢЪŹ϶ijŏƂđŵŏêň϶ąňijŎêƂđ϶ŎijƂijĩêƂijŗŏ϶êŏċ϶
Action Plan 2.0 adaptation eorts.
Responsible Digital Kitchener Aims to enhance digital service delivery, improve
Innovation Strategy connectivity, and support digital equity across the
community.
City-wide Data Focuses on improving data governance,
Strategy accessibility, and analytics to support evidence-
based decision-making and transparency.
Procurement Supports innovative procurement with local start-
Innovation ups.
Note: Public Health and Wellbeing is not explicitly listed as a theme aligning with the current
strategic plan in the table above, as it is a cross-cutting priority supported by multiple strategic plan
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goal areas. The majority of feedback related to this theme centred on issues such as healthcare
ƜŗŵńĨŗŵąđ϶ŹİŗŵƂêĩđŹ϶êŏċ϶ijŏąňƇŹijƚđ϶êąąđŹŹ϶Ƃŗ϶ŲŵijŎêŵƢ϶êŏċ϶ŎđŏƂêň϶İđêňƂİąêŵđ϶А϶êŵđêŹ϶ƂİêƂ϶Ĩêňň϶
ŗƇƂŹijċđ϶ŗĨ϶Ƃİđ϶9ijƂƢЪŹ϶ċijŵđąƂ϶Źđŵƚijąđ϶ŎêŏċêƂđϼ϶cŗƜđƚđŵϽ϶Ƃİđ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶ijŹ϶đơŲđąƂđċ϶Ƃŗ϶ąŗŏƂŵijăƇƂđ϶
positively to community health and wellbeing through numerous initiatives that enhance inclusion,
social connection, sustainable development, and housing.
ͱϼ ŲŲŗŵƂƇŏijƂijđŹ϶Ƃŗ϶ŵđŹŲŗŏċ϶Ƃŗ϶Ƃİđ϶ŎijċƜêƢ϶ąİđąńЎijŏ϶Ĩđđċăêąń϶϶
Building on insights gathered throughout the internal and external midway check-in engagement,
potential areas for improvement to the plan were noted. As a follow-up, a more focused and
detailed gap analysis was undertaken. Through this process, several strategic opportunities were
identi ǎ ed to respond to the most pressing challenges facing the city, to ensure the current plan
remains responsive and results-driven.
SHARPENING ECONOMIC FOCUS
Renewed focus on core priorities of business attraction and providing business outreach
and support to local enterprises.
Support revitalization of the downtown.
SOCIAL RESILIENCE
EơŲňŗŵđ϶êċċijƂijŗŏêň϶êŵđêŹ϶ƜijƂİijŏ϶Ƃİđ϶ƂİđŎđ϶ŗĨ϶Źŗąijêň϶ŵđŹijňijđŏąđ϶ƂİêƂ϶êŵđ϶ƜijƂİijŏ϶Ƃİđ϶9ijƂƢЪŹ϶
service mandate, including the valuable contributions of faith-based organizations and
identifying opportunities to collaborate or complement rather than duplicate.
MEASURING AND COMMUNICATING PROGRESS
Make improvements to how progress on the strategic plan is tracked and shared with the
community to increase transparency, accountability and trust.
OPERATIONAL EFFICIENCIES
Identify ways to reduce municipal spending through innovation and operational
eiciencies.
Section 6 of this report outlines a series of recommended actions based on these opportunities,
including adjustments to the strategic plan as well as complementary initiatives that may be
pursued outside of it.
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Ͳϼ ¤đąŗŎŎđŏċêƂijŗŏŹ϶
While no major overhaul is required, several targeted adjustments will help us leverage the
identi ǎ ed opportunities in section 5 of this report and deepen our impact.
6.1 Proposed changes to existing strategic plan initiatives
Remove the Sport and Recreation Master Plan (formerly Leisure Facilities Master Plan) and
City-led Recreation & Leisure Program Review
The recommendation to remove the Sport and Recreation Master Plan and City-led Recreation and
Leisure Program Review from the current strategic plan emerged as a need during the Corporate
Leadership Team workshop in May and re Ǐ ects a pragmatic response to shifting priorities, resource
constraints, and external pressures. While the intent behind these bodies of work remains
important, competing priorities and a high degree of ǎ nancial uncertainty make their timely
development and implementation unfeasible.
Several factors contribute to this recommendation:
1. Limited funding to implement recommendations of these two reviews in the short and
medium-term: The new Kitchener Indoor Recreation Complex (KIRC) is the single largest
capital project ever undertaken by the City (ѦͭͳͰ~Кϼ϶°İđ϶9ijƂƢЪŹ϶ŲŗŵƂijŗŏ϶ŗĨ϶ƂİêƂ϶ăƇċĩđƂ϶ijŹ϶
funded through debt that will be repaid through development charge revenue collected over
the next 10-15 years. The City will not have suicient funding to implement any new growth-
related indoor recreation projects in the short or medium-term as a result of limited
development charge funding. For this reason, sta do not believe it would be prudent to
conduct these reviews and raise stakeholder expectations.
2. Sta resources re-allocated to preparing to open and operate KIRC next year: Substantial
sta resources have been reallocated to support the planning and operational readiness of
KIRC over the next 18 months. This includes the two project managers that had previously
been assigned to lead the Sport and Recreation Master Plan and the City-led Recreation
and Leisure Program Review. In addition, all the senior sta that would be involved in
helping to move these two reviews forward are heavily involved in preparing to open KIRC.
3. KIRC will have a signi ǎ ąêŏƂ϶ijŎŲêąƂ϶ŗŏ϶Ƃİđ϶9ijƂƢЪŹ϶ŲŵŗƚijŹijŗŏ϶ŗĨ϶ŹŲŗŵƂϽ϶ŵđąŵđêƂijŗŏ϶êŏċ϶ňđijŹƇŵđ϶
programming at many of its other facilities: As the second-largest recreation facility
operated by the City, KIRC will introduce a substantial volume of new community
programming, which will in Ǐ uence participation patterns and program delivery at other
facilities. Given this anticipated shift, it is important to allow time for the City to operate
KIRC and assess its broader impacts before undertaking comprehensive reviews. Deferring
the Sport and Recreation Master Plan and the City-led Recreation and Leisure Program
Review will enable a more informed and strategic approach, grounded in a clearer
understanding of evolving user needs and trends.
It is therefore recommended that these two strategic plan initiatives be removed from the current
plan and reconsidered as part of the next strategic planning cycle for the next iteration of the plan
(2027-2030).
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Scope Adjustment: Digital Kitchener Strategy
To re Ǐ ect current ǎ scal realities and community priorities, a scope adjustment is recommended for
the Digital Kitchener Strategy. As part of the development of the strategy, the Innovation Lab will
prioritize initiatives that enhance the cost eectiveness and eiciency of city service delivery. This
shift ensures that the City continues to deliver high-quality, accessible services while responding to
cost-of-living concerns and maintaining prudent use of public funds.
This adjustment also aligns with the broader goals of the Digital Kitchener Strategy, which is
focused on co-creating a digital future with the community. As the City explores emerging
ƂđąİŏŗňŗĩijđŹБŹƇąİ϶êŹ϶ fБƂŗ϶ijŎŲŵŗƚđ϶đŴƇijƂƢϽ϶ŹƇŹƂêijŏêăijňijƂƢϽ϶êŏċ϶Źđŵƚijąđ϶ijŏŏŗƚêƂijŗŏϽ϶ƂİijŹ϶ŵđ ǎ ned
focus will help ensure that digital investments are both impactful and aligned with what matters
most to residents.
Remaining strategic plan initiatives
All remaining strategic plan initiatives will continue as planned and are expected to proceed
according to the timelines presented to Council in May 2025. Any future adjustments will be
communicated through the regular strategic plan reporting cycle, which occurs three times per
year.
6.2 New initiatives to be added to the Strategic Plan
To further strengthen economic vitality in Kitchener, two new strategic initiatives are being
recommended. These projects re Ǐ ect a return to core priorities - supporting local businesses and
revitalizing the downtown - by addressing the foundational elements that drive a thriving urban
economy. In response to ongoing economic challenges and community feedback, the City is
sharpening its focus on practical, high-impact actions that reinforce business development and
create a safe, vibrant downtown environment.
Table 6: Make it Kitchener 2.1 Scoped Refresh
Category Details
Project Title ~êńđ϶fƂ϶uijƂąİđŏđŵ϶ͮϼͬ϶¨ąŗŲđċ϶¤đĨŵđŹİ϶А϶¨ƇŲŲŗŵƂijŏĩ϶EąŗŏŗŎiją϶
Resiliency
Project Description Approaching the mid-way mark of the 10-year Make It Kitchener 2.0
economic development strategy, and given the signi ǎ cant economic
factors currently at play, it is essential that the areas of focus be
evaluated to determine if they are still relevant and to determine if any
new initiatives are required to respond to the current economic
climate.
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Category Details
Project Lead Lauren Chlumsky, Economic Development Analyst
Timeline Start: July 2025
End: March 2026
2025 Objectives Engage a consultant to understand the macro-economic
ąİêňňđŏĩđŹ϶êŏċ϶ŗŲŲŗŵƂƇŏijƂijđŹ϶Ĩŗŵ϶uijƂąİđŏđŵЪŹ϶đąŗŏŗŎƢ϶
Engage key local business leaders and industry experts to gain
their perspective on the current state of the economy
Engage Council in a strategic discussion on the current areas
of focus and any new emerging priorities
2026 Objectives
Develop and present to Council a Make It Kitchener 2.1
document for approval
Key Considerations
Evaluation of the following economic impacts:
of the Refresh
o Trade and tari war
o High commercial interest rates
o Predicted recession
o ϶ЩcƢăŵijċ϶ƜŗŵńЪ϶ŗŏ϶Ƃİđ϶?ŗƜŏƂŗƜŏ϶ŗice market
o Declining enrollment in international students
o Slowing development/construction
Prioritization of short- and medium-term actions to respond to
the economic impacts
Anticipated immediate focus on economic resiliency through
business outreach and supports for local enterprises
Table 7: Downtown Safety & Security Action Plan
Category Details
Project Title Implementation of the Downtown Safety & Security Action Plan
Project Description A multi-year, collaborative initiative to enhance business vitality in
Downtown Kitchener. The plan aims to create a welcoming, vibrant
downtown through targeted business support, strengthened
enforcement, improved coordination, and proactive promotion.
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Category Details
Project Lead Aaron McCrimmon-Jones, Manager, Corporate Projects (Interim)
Timeline Start: February 2025
End: December 2026
2025 Objectives Develop the action plan with partners and initiate quick wins
(Winter/Spring 2025)
Initiate short-term actions (Summer/Fall 2025)
Develop resource and mobilization plan for longer-term actions
(Fall 2025 - onward)
2026 Objectives
Implement and evaluate initiatives
Maintain accountability with strategic partners
Monitor progress and impact
Key Considerations
Support downtown businesses to help them thrive
Enhanced enforcement to address disturbances
Improve safety through collaboration, data, and maintenance
eorts
Appropriate spaces and support for the vulnerable population
Marketing and promotion to amplify the positive and authentic
narrative of DTK
Enhance vibrancy through public realm improvements
6.3 Emerging themes for further exploration
Engagement feedback highlighted two important themes that extended beyond the current scope
ŗĨ϶Ƃİđ϶9ijƂƢЪŹ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶ijŏijƂijêƂijƚđŹϼ϶°İđŹđ϶ƂİđŎđŹ϶ŲŵđŹđŏƂ϶êŏ϶ŗŲŲŗŵƂƇŏijƂƢ϶Ĩŗŵ϶ĨƇŵƂİđŵ϶ŵđŹđêŵąİ϶êŏċ϶
exploration.
Social Resilience
¨ŗąijêň϶ŵđŹijňijđŏąđ϶ŵđĨđŵŹ϶Ƃŗ϶êŏ϶ijŏċijƚijċƇêňЪŹ϶êŏċ϶ąŗŎŎƇŏijƂƢЪŹ϶êăijňijƂƢ϶Ƃŗ϶ƜijƂİŹƂêŏċϽ϶êċêŲƂ϶ƂŗϽ϶êŏċ϶
ŵđąŗƚđŵ϶ĨŵŗŎ϶ąİêňňđŏĩđŹϽ϶ċijŹŵƇŲƂijŗŏŹϽ϶ŗŵ϶ąİêŏĩđŹ϶А϶đϼĩϼϽ϶đąŗŏŗŎiją϶ŹİijĨƂŹϽ϶ŲƇăňiją϶İđêňƂİ϶ąŵijŹđŹϽ϶
ąňijŎêƂđ϶đƚđŏƂŹϽ϶ŗŵ϶Źŗąijêň϶ƂđŏŹijŗŏŹ϶А϶Ɯİijňđ϶ŎêijŏƂêijŏijŏĩ϶êŏċ϶ŹƂŵđŏĩƂİđŏijŏĩ϶Źŗąijêň϶ąŗİđŹijŗŏϽ϶
inclusion/belonging, and overall well-being.
While this was a recurring theme, further exploration is required to identify meaningful actions that
êňijĩŏ϶ƜijƂİ϶Ƃİđ϶9ijƂƢЪŹ϶ŵŗňđ϶êŏċ϶ŹąŗŲđ϶ŗĨ϶ijŏ Ǐ uence. To support this work, sta are actively exploring
opportunities for academic partnerships to conduct research and develop a deeper understanding
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of this theme. Potential areas of focus, as identi ǎ ed during the midway check-in engagement,
include:
EơŲňŗŵđ϶ŲŗƂđŏƂijêň϶êŵđêŹ϶ƜijƂİijŏ϶Ƃİđ϶ƂİđŎđ϶ŗĨ϶Źŗąijêň϶ŵđŹijňijđŏąđ϶ƜijƂİijŏ϶Ƃİđ϶9ijƂƢЪŹ϶ŎêŏċêƂđϼ϶
Explore best practices and success stories in other jurisdictions.
Explore the role of faith-based organizations in supporting social resilience and how the City
might collaborate or complement rather than duplicate eorts.
Operational Eiciencies
In addition to enhancing eijąijđŏąijđŹ϶ƂİŵŗƇĩİ϶Ƃİđ϶9ijƂƢЪŹ϶?ijĩijƂêň϶uijƂąİđŏđŵ϶fŏŏŗƚêƂijŗŏ϶xêăϽ϶Ƃİđ϶9ijƂƢ϶ijŹ϶
also undertaking the following initiatives in 2025/2026:
Exploring collaborations with academic institutions to conduct research on community
ŗŵĩêŏijƬêƂijŗŏŹ϶ŗŲđŵêƂijŏĩ϶ijŏ϶êŵđêŹ϶êňijĩŏđċ϶ƜijƂİ϶Ƃİđ϶9ijƂƢЪŹ϶ŹƂŵêƂđĩiją϶ŲŵijŗŵijƂijđŹϼ϶°İijŹ϶ijŏijƂijêƂijƚđ϶
may help identify new partnership and knowledge-sharing opportunities as well as highlight
areas where eorts could be streamlined to avoid duplication.
Expanding LEAN training across city management teams to foster continuous improvement
and operational excellence (50 sta to be trained in 2026).
These exploratory eŗŵƂŹ϶Ɯijňň϶İđňŲ϶ijŏĨŗŵŎ϶ŲŗƂđŏƂijêň϶ĨƇƂƇŵđ϶ŵđąŗŎŎđŏċêƂijŗŏŹ϶А϶êŏċ϶Ƃİđ϶ŏđơƂ϶ijƂđŵêƂijŗŏ϶
ŗĨ϶Ƃİđ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶А϶êŏċ϶đŏŹƇŵđ϶ƂİêƂ϶êŏƢ϶ŲŵŗŲŗŹđċ϶êąƂijŗŏŹ϶êŵđ϶ĩŵŗƇŏċđċ϶ijŏ϶đƚijċđŏąđ϶êŏċ϶êňijĩŏđċ϶
ƜijƂİ϶Ƃİđ϶9ijƂƢЪŹ϶ąêŲêąijƂƢ϶Ƃŗ϶ijŏ Ǐ uence outcomes.
It is important to emphasize that Kitchener continues to face aordability challenges as a tari-
impacted community, with residents and businesses aected by ongoing trade-related ǎ nancial
pressures. For this reason, the 2026 Budget will prioritize maintaining aordability, aligning with
Council's approach of delivering reasonable tax rate increases for Kitchener residents. While key
corporate growth pressures have been accounted for, no additional funding will be available for
new growth initiatives, program expansions, or staing.
6.4 Check-in and adjustments to strategic plan indicators
As part of our ongoing commitment to transparency and continuous improvement, sta are
ąŗŏċƇąƂijŏĩ϶ê϶ĨŗąƇŹđċ϶ŵđƚijđƜ϶ŗĨ϶Ƃİđ϶9ijƂƢЪŹ϶ŹƂŵêƂđĩiją϶Ųňêŏ϶ijŏċijąêƂŗŵŹϼ϶°İijŹ϶Ɯŗŵń϶ŵđŹŲŗŏċŹ϶Ƃŗ϶Ĩđđċăêąń϶
ĨŵŗŎ϶Ƃİđ϶ŹƂŵêƂđĩiją϶ŲňêŏЪŹ϶ŎijċƜêƢ϶ąİđąńЎijŏϽ϶Ɯİijąİ϶İijĩİňijĩİƂđċ϶ê϶ŏđđċ϶Ƃŗ϶ăđƂƂđŵ϶ƇŏċđŵŹƂêŏċ϶Ƃİđ϶
impacts and outcomes associated with each goal area.
Key highlights
Targeted adjustments
Strategic adjustments are being made to improve clarity and better communicate
outcomes.
Updated indicators
Existing indicators were refreshed with available data from 2024 and published in July.
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Removal of indicators
The strategic plan indicator Density Near Major Transit Station Areas has been removed
from kitchener.ca/ourplanprogress as the volume of data required to clearly communicate
ƂİijŹ϶ŎđƂŵiją϶ŎêńđŹ϶ijƂ϶ăđƂƂđŵ϶ŹƇijƂđċ϶Ĩŗŵ϶ċđƂêijňđċ϶ŵđŲŗŵƂijŏĩ϶ijŏ϶Ƃİđ϶9ijƂƢЪŹ϶ ŏŏƇêň϶\]ŵŗƜƂİ϶
Monitoring Report.
Sta engagement is underway to support the identi ǎ cation of additional outcome-
based indicators that the City can in Ǐ uence, including:
1. City-wide density
2. Rental vacancies
3. Housing pledge data
4. Housing suitability
5. Total connected kilometres on all ages and abilities (AAA) cycling route
6. # users at major connections on the downtown cycling grid
7. Employee engagement index
8. # people who access inclusion support services
9. # Leisure Access Program users
10. Average age of playgrounds in city parks
Strengthening indicator reporting through:
1. Finalization of 13 indicators that still require de ǎ ned targets
2. Improved public transparency through clear data sources
Bene ǎ ts of indicator updates
These updates and re ǎ nements will help sta:
Improve progress tracking
Enhance decision-making
Better demonstrate impact
Proactively address gaps and build on successes
Improve overall eiciency and eectiveness
Indicator data will continue to be updated on an annual basis, with the next update in Spring 2026.
ͳϼ϶9ŗŏąňƇċijŏĩ϶ŵđŎêŵńŹ϶ъ϶ńđƢ϶ƂêńđêƜêƢŹ϶
Through this midway check-in, Kitchener remains focused on what matters most: delivering
tangible outcomes today while building resilience for the future.
The check-in con ǎ ŵŎŹ϶ƂİêƂ϶uijƂąİđŏđŵЪŹ϶ąƇŵŵđŏƂ϶ŹƂŵêƂđĩiją϶ċijŵđąƂijŗŏ϶ŵđŎêijŏŹ϶ê϶ŹƂŵŗŏĩ϶ĨŗƇŏċêƂijŗŏ϶Ĩŗŵ϶
addressing the evolving needs of our community. Rather than pivoting from our current trajectory,
we are choosing to deepen our impact and responsiveness through targeted re ǎ nements,
recognizing the importance of staying Ǐ exible and responsive to rapid external changes.
°İđ϶ƂİđŎđŹ϶ƂİêƂ϶ŹƇŵĨêąđċ϶А϶đąŗŏŗŎiją϶ĩŵŗƜƂİϽ϶ŵđŹijliency and prosperity, housing accessibility and
aordability, social resilience, public health and wellbeing, sustainable development, and
ŵđŹŲŗŏŹijăňđ϶ijŏŏŗƚêƂijŗŏ϶А϶êŵđ϶ŲijňňêŵŹ϶ŗĨ϶ê϶ƂİŵijƚijŏĩϽ϶ĨƇƂƇŵđЎŵđêċƢ϶ąijƂƢϼ϶°İŵŗƇĩİ϶ŎđêŹƇŵđċ϶êċŁƇŹƂŎđŏƂŹϽ϶
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such as re ǎ ning initiatives, adding new actions, and updating performance indicators, we are taking
thoughtful steps to deepen our impact in each of these areas without diverting from the core
ċijŵđąƂijŗŏ϶ƜđЪƚđ϶êňŵđêċƢ϶đŹƂêăňijŹİđċϼ϶
Looking ahead, this check-in also lays the groundwork for our 2027-2030 plan. It reinforces a shift
in mindset - from viewing strategic plans as ǎ xed roadmaps to embracing them as adaptive
frameworks. The insights gathered through this process will help inform our broader engagement
strategy in 2026, enabling a more streamlined and focused planning approach. The insights
ĩêƂİđŵđċ϶êŹ϶ŲêŵƂ϶ŗĨ϶ƂİijŹ϶ąİđąńЎijŏ϶ŲŵŗąđŹŹ϶Ųŵŗƚijċđ϶ŎŗŎđŏƂƇŎ϶êŏċ϶ċijŵđąƂijŗŏ϶Ĩŗŵ϶Ƃİđ϶ͮͬͮͳАͮͬͯͬ϶
strategic planning cycle, reinforcing that re ǎ ŏđŎđŏƂ϶ŗĨ϶Ƃİđ϶ąƇŵŵđŏƂ϶Ųňêŏ϶А϶ŏŗƂ϶ŵđijŏƚđŏƂijŗŏ϶А϶ijŹ϶ňijńđňƢ϶
an appropriate path forward.
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